As recipient of the delegation you have a duty to: Confirm the performance criteria are mutually understood and agreed. The above defines the duties; below I’ll add each party’s rights and the ‘ how to ’ steps. Be Clear on Requirements and Confirm Performance Criteria. MORE

For large companies which have defined job families and roles, agile might introduce new roles such as Scrum Masters, product owners or agile coaches. The team, rather than any one team member is the lowest level of granularity when it comes to decision-making, commitment and performance. MORE

The Hypothesis requires tests (experiments) to confirm that we're moving in the right direction along the path defined in the Plan. Transparent – Comprehensible display of what needs to be done and how completion is measured. Defined - Identified, analyzed, and documented. MORE

I work in a domain where the CoU is baked into the Integrated Program Performance Management (IPPM) processes flowed down from the buyer, in this case, the Federal Government. The CoU paradigm defines the needed reduction in uncertainty is some performance metric. MORE

The Cone is a project management framework describing the uncertainty aspects of estimates or any other project attribute (in this post, cost, schedule, and technical performance parameters). There can be cost and schedule performancemeasures as well. MORE

A classic way to consider project performance is via the triple constraint of scope/cost/time, often with quality thrown in the mix. In part 1 of this article series, we accepted that Projects sometimes need to be cancelled. MORE

No matter the project domain or the technical development method, project success is dependent on knowing what Done looks like in units of measure meaningful to the decision maker. These measures are stated in units, meaningful to the buyer. MORE

How do you define, design, represent, assess, analyze, and manage these interactions. Technical PerformanceMeasures. There was a Twitter post mentioning Russell Ackoff YouTube about systems. A system is never the sum of its parts, it's the product of their interactions. This is a good start, but it needs to produce actionable outcomes , not just principles, but practices and processes. The notion that systems are somehow unmanageable is fine in some domains. MORE

In our domain this is the PerformanceMeasurement Baseline, which is a time-phased budget plan for accomplishing work against which contract performance is measured. People have defined skills and capabilities. There a popular notions in the agile development world that authors like Hayek and Taleb speak to how software development works. Let's look at one example. You Can’t Understand Agile Without Understanding Hayek. Let's look at Hayek's paper. " MORE

Its most popular formulation is: "When a measure becomes a target, it ceases to be a good measure." What this says is again when the measure becomes the target, that target impacts the measure, changing the target. . Is this macroeconomic model a correct operational model for software development processes - measuring changes the target ? EVM is a project management technique for measuring project performance and progress in an objective manner. MORE

Project Controls are Management Actions, either preplanned to achieve the desired result, or taken as a corrective measure prompted by the monitoring process. In the Project Controls paradigm, Value is a measurable attribute of the project controls process - a Closed Loop Control measure. MORE

I need an estimate because… I need to measure productivity. Although I understand measuring productivity could work well for repeatable activities, it's hard to believe it works well for abstract and, ultimately, non-repeatable tasks like software development. MORE

These charts are an extract from the book Performance-Based Project Management: Increasing the Probability of Project Success and the abstracted training materials Handbook. Domain is King, No Domain Defined, No Way To Test Your Idea. MORE

These Measures have Little meaning to the Decision Makers. Do those capabilities meet the Measures of Performance that characterize physical or functional attributes relating to the system operation, measured or estimated under specific conditions? MORE

But robust planning in general will set up the project for success; things like engaged stakeholders, managed risks and a realistic PerformanceMeasurement Baseline will reduce the likelihood of issues appearing in the first place. MORE

Managing Cost, Schedule, & Technical Performance Risk Is The Basis Of Good Project Management. Certain information about key project cost, performance, and schedule attributes are often unknown until the project is underway. MORE

The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). The Cone of Uncertainty describes the evolution of the measure of uncertainty during a project. MORE

The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). The Cone is NOT the result of the project's past performance. MORE

What are the units of measure of Value ? These answers start with defining the strategy. For these strategies to work, we need to define the Measures of Effective, Measures of Performance, Technical PerformanceMeasures, and Key Performance Parameters for each of the outcomes that produce Value in exchange for the Cost and Time to produce that Outcome. There always talk about Focus on Value. But that does that mean? MORE

Project teams may have defined risk responses. Technical performancemeasurement. The technical performancemeasurement is a measurement of the technical accomplishments. And they regularly perform the control activities to keep the project healthy. MORE

The entire purpose of the Start-up Phase of a Project is to produce a comprehensive Plan for the Project; consisting of an integrated PerformanceMeasurement Baseline (Time, Cost, Scope) and an associated Project Management Plan to monitor and control it. MORE

The Cone of Uncertainty as a Technical PerformanceMeasure. Active reduction requires we have a desired reduction goal, perform the work, and measure progress toward the rduction goal. Closed Loop Control, has a goal, an action, a measurement, and a corrective action. MORE

Without units of measure of Value beyond time and money, there can be not basis of comparison between one value based choice and another. In the Systems Engineering world where we work, there are four critical units of measure for all we done. They include projected performance. MORE

Unrealistic performance expectations missing Measures of Effectiveness and Measures of Performance. There is a common chart used to show poor performance of projects that compares Ideal project performance with the Actual project performance. MORE

The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). The Cone is NOT the result of the project's past performance. MORE

These charts are an extract from the book Performance-Based Project Management: Increasing the Probability of Project Success and the abstracted training materials Handbook. Domain is King, No Domain Defined, No Way To Test Your Idea.

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No matter the project domain or the technical development method, project success is dependent on knowing what Done looks like in units of measure meaningful to the decision maker. These measures are stated in units, meaningful to the buyer.

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I work in a domain where the CoU is baked into the Integrated Program Performance Management (IPPM) processes flowed down from the buyer, in this case, the Federal Government. The CoU paradigm defines the needed reduction in uncertainty is some performance metric.

Project Controls are Management Actions, either preplanned to achieve the desired result, or taken as a corrective measure prompted by the monitoring process. In the Project Controls paradigm, Value is a measurable attribute of the project controls process - a Closed Loop Control measure.

I need an estimate because… I need to measure productivity. Although I understand measuring productivity could work well for repeatable activities, it's hard to believe it works well for abstract and, ultimately, non-repeatable tasks like software development.

The Hypothesis requires tests (experiments) to confirm that we're moving in the right direction along the path defined in the Plan. Transparent – Comprehensible display of what needs to be done and how completion is measured. Defined - Identified, analyzed, and documented.

These Measures have Little meaning to the Decision Makers. Do those capabilities meet the Measures of Performance that characterize physical or functional attributes relating to the system operation, measured or estimated under specific conditions?

The Cone of Uncertainty as a Technical PerformanceMeasure. Active reduction requires we have a desired reduction goal, perform the work, and measure progress toward the rduction goal. Closed Loop Control, has a goal, an action, a measurement, and a corrective action.

Managing Cost, Schedule, & Technical Performance Risk Is The Basis Of Good Project Management. Certain information about key project cost, performance, and schedule attributes are often unknown until the project is underway.

For large companies which have defined job families and roles, agile might introduce new roles such as Scrum Masters, product owners or agile coaches. The team, rather than any one team member is the lowest level of granularity when it comes to decision-making, commitment and performance.

What are the units of measure of Value ? These answers start with defining the strategy. For these strategies to work, we need to define the Measures of Effective, Measures of Performance, Technical PerformanceMeasures, and Key Performance Parameters for each of the outcomes that produce Value in exchange for the Cost and Time to produce that Outcome. There always talk about Focus on Value. But that does that mean?

Project teams may have defined risk responses. Technical performancemeasurement. The technical performancemeasurement is a measurement of the technical accomplishments. And they regularly perform the control activities to keep the project healthy.

A classic way to consider project performance is via the triple constraint of scope/cost/time, often with quality thrown in the mix. In part 1 of this article series, we accepted that Projects sometimes need to be cancelled.

I need an estimate because… I need to measure productivity. Although I understand measuring productivity could work well for repeatable activities, it's hard to believe it works well for abstract and, ultimately, non-repeatable tasks like software development.

The Hypothesis requires tests (experiments) to confirm that we're moving in the right direction along the path defined in the Plan. Transparent – Comprehensible display of what needs to be done and how completion is measured. Defined - Identified, analyzed, and documented.

These Measures have Little meaning to the Decision Makers. Do those capabilities meet the Measures of Performance that characterize physical or functional attributes relating to the system operation, measured or estimated under specific conditions?

The entire purpose of the Start-up Phase of a Project is to produce a comprehensive Plan for the Project; consisting of an integrated PerformanceMeasurement Baseline (Time, Cost, Scope) and an associated Project Management Plan to monitor and control it.

Without units of measure of Value beyond time and money, there can be not basis of comparison between one value based choice and another. In the Systems Engineering world where we work, there are four critical units of measure for all we done. They include projected performance.

But robust planning in general will set up the project for success; things like engaged stakeholders, managed risks and a realistic PerformanceMeasurement Baseline will reduce the likelihood of issues appearing in the first place.

The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). The Cone is NOT the result of the project's past performance.

As recipient of the delegation you have a duty to: Confirm the performance criteria are mutually understood and agreed. The above defines the duties; below I’ll add each party’s rights and the ‘ how to ’ steps. Be Clear on Requirements and Confirm Performance Criteria.

The Cone is a project management framework describing the uncertainty aspects of estimates or any other project attribute (in this post, cost, schedule, and technical performance parameters). There can be cost and schedule performancemeasures as well.

Unrealistic performance expectations missing Measures of Effectiveness and Measures of Performance. There is a common chart used to show poor performance of projects that compares Ideal project performance with the Actual project performance.

The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). The Cone of Uncertainty describes the evolution of the measure of uncertainty during a project.

Its most popular formulation is: "When a measure becomes a target, it ceases to be a good measure." What this says is again when the measure becomes the target, that target impacts the measure, changing the target. . Is this macroeconomic model a correct operational model for software development processes - measuring changes the target ? EVM is a project management technique for measuring project performance and progress in an objective manner.

The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). The Cone is NOT the result of the project's past performance.

How do you define, design, represent, assess, analyze, and manage these interactions. Technical PerformanceMeasures. There was a Twitter post mentioning Russell Ackoff YouTube about systems. A system is never the sum of its parts, it's the product of their interactions. This is a good start, but it needs to produce actionable outcomes , not just principles, but practices and processes. The notion that systems are somehow unmanageable is fine in some domains.

In our domain this is the PerformanceMeasurement Baseline, which is a time-phased budget plan for accomplishing work against which contract performance is measured. People have defined skills and capabilities. There a popular notions in the agile development world that authors like Hayek and Taleb speak to how software development works. Let's look at one example. You Can’t Understand Agile Without Understanding Hayek. Let's look at Hayek's paper. "